ChangeWise Client Results

ChangeWise consultants and coaches have decades of experience completing successful projects with companies based in the US, Canada, and Europe. A number of these projects – and the business results achieved – are described on this page for your review.

The retail operation of one of Canada’s major integrated oil and gas companies used our Breakout Strategy Process to create an agile organization and engineer a dramatic business turnaround. Then the top management group of the parent corporation used the process to rethink their long-term strategy. See story…

A two-company team used our Breakout Strategy Process to discover and articulate the business case for a joint venture between a US and Canadian oil company, where all previous attempts to forge a viable, mutually beneficial JV strategy had failed. See story…

This family-owned company faced surging global competition without adequate strategic alignment between owners, top management, and regional managers. The engagement resulted in a transformed leadership culture: shared vision and strategic alignment among these key groups, a much stronger leadership team, clearer top-level roles, increased trust, tremendous improvement in strategic decision-making and organizational problem-solving, and better communication within and across organizational levels. See story…

As part of its strategy for increasing shareholder value, this Fortune 50 high-tech corporation had to increase its annual software revenue by $80 million. This project achieved this objective by developing stronger linkages between the software sales group and the company’s industry-focused business units, forging stronger structural alignment on the revenue target within the marketing organization, and developing profitable products by linking software development priorities with market needs. See story…

The division was experiencing mounting complaints from its institutional customers, because new products were not being delivered on time. As a result of this engagement, they transformed their leadership culture from Expert/Achiever to Achiever/Catalyst, and turned-around their business. The management group, which had been fractionated, became a highly cohesive leadership team. They spearheaded the development of a new culture based on teamwork, communication, and mutual trust. Both morale and business performance improved significantly. Not only were new products consistently installed on time, the quality and innovation of their products increased as well. See story…

The new VP of R&D for a leading US specialty chemicals company inherited a division consisting of three fragmented groups, each with its own distinctive history and culture. Teamwork was lacking at all levels, including at R&D’s interface with Manufacturing. As a result of this engagement, the division took a more proactive stance on long-term research and developed a leadership culture with a much higher level of teamwork internally and with Manufacturing. See story…

As part of its strategy to differentiate itself through product customization, a recently-merged HMO used our Fast-Track Change Process to redesign its new product development process, reducing cycle time from 42 to 18 weeks while maintaining high quality and staff satisfaction. The whole project, from scoping to full implementation, was accomplished in record time. See story…

The Customer Service division of a leading health plan used our Fast-Track Change Process to complete in record time a crucial redesign of its multi-regional complaint resolution process, including installation of a new IT system. This project was critical in retaining its 3-year NCQA certification. See story…

A small, successful executive search firm decided to broaden its mission and evolve into a regional, “full services” human resource consulting firm. Using our Shared Vision Process, the firm developed a new mission rooted in the personal and professional objectives of the firm’s key players. This outcome provided a way for the company to communicate its new direction to its investors, customers, and employees — and for putting its new vision immediately into action. See story…

We assisted the VP of Customer Service and his top management group in creating a vision for their newly created organization and developing into a stronger team. To develop an aligned leadership culture, we facilitated a Customer Service task force that translated corporate values into the specific performance-related behaviors expected of front-line staff, then worked with managers at all levels to take leadership to encourage and reinforce the desired front-line behaviors. See story…

When this company decided to establish a small “plant within a plant” as a way to adopt a new type of manufacturing technology, the leadership of the manufacturing division decided to use this opportunity to establish an innovative “high-involvement” work structure based on socio-technical work redesign principles. We assisted the new plant manager and his plant staff in creating a shared vision, developing into a real team, and establishing an innovative work structure, paving the way for the larger-scale work redesign projects that followed. See story…

We designed and facilitated a highly successful strategic off-site for the boards and senior managers of a leading health plan. Prior to the retreat, we worked with the CEO to write a “briefing book” on emerging industry dynamics. Results: A new consensus on changing industry trends and the new areas of strategic initiative the company needed to pursue. Participants said the meeting, which led to a dramatically different strategy, was unusually involving and productive.

We also designed and facilitated a strategic planning retreat for the Medical Board of a newly merged health plan. At this event, the Board was able to redefine its mission and decide upon a set of initiatives consistent with its new direction. See story…

Our award-winning book, Leadership Agility, clearly describes the inner capacities and core competencies of highly agile leaders. With over twenty real-life stories, it also identifies the five stages or levels that managers move through to master leadership agility.

Written in an engaging, down-to-earth style, this ground-breaking book is designed as a roadmap that tells you how to bring increased agility to the initiatives you take every day — whether you want to improve working relationships, develop your team, or change your organization.

This 29-page white paper tells the story of an executive team that transformed themselves and their business by learning a new approach to high-impact conversations. It provides a detailed inside view of the learning process that takes place in our Pivotal Conversations Learning Lab.

The Leadership Agility white paper is essentially an executive summary of the book. It clarifies why agility has become essential to leadership effectiveness, outlines the levels of agility described in the book, identifies the four kinds of agility needed for successful leadership initiatives, and provides tips for increasing your leadership agility and helping others do the same.

The Leadership Agility Thought-Letter takes you beyond what you'll find in the book. It provides you with applications of Leadership Agility principles and methods that you can use every day, plus updates about Leadership Agility resources.